EMPLOYMENT PLANNING AND JOB ANALYSIS

1. EMPLOYMENT PLANNING AND JOB ANALYSIS

2. EMPLOYMENT PLANNING AND JOB ANALYSIS • Introduction. • Employment Planning / HR Planning • An organizational framework. • Linking organizational strategy to employment planning. • Determining essential skills, knowledge and abilities. • Summing up / Question Answer Session.

3. EMPLOYMENT PLANNING/HRP AND JOB ANALYSIS To make intelligent decisions about the people related needs of a business, two types of information are essential: • A description of the future direction of a business. (EMPLOYMENT PLANNING / HUMAN RESOUCE PLANNING) • A description of the work to be done, the skills needed and the training and experience required for various jobs. ( JOB ANALYSIS ) Once these are known, it makes sense to forecast the numbers and skills mix of people required.

4. EMPLOYMENT PLANNING / HR PLANNING • Whenever an organization is in the process of determining its Human Resources needs, it is engaged in a process called Employment Planning / HR Planning. • This process by which an organization ensures that it has the right number and kinds of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives. • Employment Planning ultimately translates the organization’s overall goals into the number and types of workers needed to meet those goals. • Without clear-cut planning, and a direct linkage to the organization's strategic direction, estimations of an organization’s human resource needs are mere guesswork. • Employment planning OR HR Planning cannot exist in isolation. It must be linked to the organizations overall strategy. • Employment Planning / HR Planning is one of the most important elements in a successful human resource management program.

5. AN ORGANIZATIONAL FRAMEWORK • Strategic Planning Process – Long term and continuous • At the beginning of the process organizations determine what business they are in and who are their consumers, set strategic goals. • Develop mission statement for 5 to 10 years. • Why is the mission statement important? Drives business, mobilizes workers and clarifies to all organizational members what exactly the company is about. • The mission statement defines objectives and establishes targets to achieve. • A Corporate analysis to evaluate goals, current strategies and external environment ,SWOT. • This process helps to a clear assessment of the organization’s internal resources and skills available or it may be lacking such as; - Capital. - Worker Skills. - Patents. - Departmental abilities. - Training & Development. - Marketing. - Accounting. - Human Resources. - Research & Development . - Management Information System.

6. AN ORGANIZATIONAL FRAMEWORK • The swot analysis phase of planning serves as the link between organization’s goals and ensures that the company establishes the direction of business achievements. • The company needs to determines what jobs need to be done, and what type of workers will be required. (Organizing) • This assists in determining the KSAs (knowledge, Skills and abilities) required of jobholders. (Establishes the structure of the Organization) • This process helps to determine the people needed to meet these criteria. • At this point, HRM comes to play an integral role i.e “To determine what skills are needed.” • HRM conducts job analysis. • All jobs in the organization must be tied to the company’s mission and strategic direction of the organization.

7. THE STRATEGIC DIRECTION TO EMPLOYMENT PLANNING / HRP LINKAGE Determining what business the organization will be in Mission Setting goals and objectives Objectives & Goals Determining how goals and objectives will be attained Strategy Determine what jobs need to be done and by whom Structure Matching skills, knowledge, and abilities to required jobs People

8. HUMAN RESOURCE PLANNING • In the past, Employment Planning / HR Planning was a Reactive Process. • Major Changes in the dynamic environment forced organizations to integrate HR Planning With business planning. • Take a long term perception. • Address HR concerns systematically. • Futuristic approach to jobs & changes. • Identifies competencies with job requirement. • Business plans may be strategic or tactical accordingly HR Plan may also be strategic or tactical. The purpose of this planning effort is to determine what HRM requirements exist for current and future supplies and demands for workers.

9. LINKING ORGANIZATIONAL STRATEGY TO EMPLOYMENT PLANNING Following questions need to be answered to link the Organization strategy to Employment Planning / HR Planning : • How do you assess current human resources. • Human Resources Information System. • Replacement charts. • How does one determines the demand for labor. • Can we predicts the future supply of labor. • Where will we find workers. • How do we match the demand and supply of labor.

10. HOW DO YOU ASSESS CURRENT HR • By developing a profile of the organizations current employees. • To generate an effective & detailed Human Resource Inventory Report With - name - performance rating - education - salary level - training - languages spoken - prior employees - capabilities - current position - Specialized skills • This inventory serves as a guide for new organizational pursuits or while altering the organizations strategic direction.

11. HUMAN RESOURCE INFORMATION SYSTEM • To assist in HR inventory we use HRIS or HRMS • It is a database system that keeps important information about employees in a central & accessable location • Its tech potential permits the organizations to track most info about employees and jobs. • These are also linked to the MIS for more effective use. • Useful in HR planning process & HRM System

12. HUMAN RESOURCE INFORMATION SYSTEM Group 1 Basic Non-Confidential Information: • Employee name. • Organization name. • Work location. • Work phone number. Group 2 General Non-Confidential Information: • Information in the previous category. • Social security number. • Other organization number (code, effective date) • Position related information (code, title, effective date) Group 3 General Information with Salary: • Information in the previous salary category. • Current salary, effective date, amount of last change, type of last change and reason for last change.

13. HUMAN RESOURCE INFORMATION SYSTEM Group 4 Confidential Information with Salary: • Information in the previous salary category. • Other position information (EEO, code, position ranking, and FLSA) Group 5 Extended Confidential Information with Salary: • Information in the previous category. • Bonus information. • Projected salary increase information. • Performance evaluation information.

14. TALENT INVENTORY • A talent inventory facilitates assessment & to compare the numbers, skills and experience of the current workforce with those desired at some future time period. HR forecasts of supply and demand of jobs help determine future needs. • Such information is combined with other database, can be used to form a complete human resource information system (HRIS). • Information such as the following is typically included in a profile developed for each manager or non-manager: • Current position information. • Previous positions in the company. • Other significant work experience. (e.g., other companies, military). • Education (including degrees, licenses, certifications). • Language skills and relevant international experience. • Training and development programs attended. • Community or industry leadership responsibilities. • Current and past performance appraisal data. • Disciplinary actions. • Awards received.

15. REPLACEMENT CHARTS Arthur Roberts Current Position: President Age:64 Exp. Replacement needed: 1 year Education: Master in taxation. Experience: 27 years of financial operations Possible replacementPotentialReady in John Harbor Medium 8 months Sean Benefield Medium 2.5 yrs Natalie March High 14 months John Harbor Current Position: V.P Marketing Exp. Replacement needed: 1 year Experience: 17 yrs in mkt. management P. Replacement PotentialReady in Rick Sapp Law 2.5 yrs Jennifer Medium 3.0 yrs Sean Benefield Current Position: V.P Human Resources Exp. Replacement needed: 7 year Experience: 23 yrs as an attorney P. ReplacementPotentialReady in Bill McGregor High 2.75 yrs Eric Hayden Medium 5.50 yrs Natalie March Current Position: V.P & Corp. Counsel Exp. Replacement needed: 11 months Experience: 18 years in HRM P. ReplacementPotentialReady in Judy Vogel High Immediately No other candidate

16. Demand for labor Outcomes Demand exceeds supply Compare demand for and supply of human resources Recruitment Assess current HR HRMS Job analysis Define organiza-tion mission Establish corporate goals and objectives Supply exceeds demand decruitment Supply of human resources EMPLOYMENT PLANNING (HRP) AND THE STRATEGIC PLANNING PROCESS

17. HUMAN RESOURCE FORECASTS The purpose of human resource forecasting is to estimate Human Resources requirements at some future time period . Such forecasts are of two types: • The external and internal supply of labor / Human Resources • The aggregate external and internal demand of labor / Human Resources

18. DETERMINING ESSENTIAL SKILLS, KNOWLEDGE AND ABILITIES • What is job analysis. • Job analysis methods. • Purpose of job analysis. Three outcomes: • Job Description • Job Specification • Job Evaluation

19. WHAT IS A JOB? • A JOB is a pattern of tasks, duties and responsibilities that can be done by a person. • JOB analysis seeks to study these pattern of activity to determine the tasks, duties and responsibilities needed for each JOB. • JOB family: Closely related JOBS in terms of duties, responsibilities and skills.

20. JOB FAMILIES Group of jobs that are closely related in terms of duties, responsibilities, skills or job elements. e.g; the jobs of Clerk, Typist, Word Processor Operator and Secretary constitute a JOB FAMILY.

21. WHY ARE JOBS IMPORTANT? • Jobs are important to individuals: 1- They help determine standards of living, places of residents, status (value ascribed to individuals because of their position). 2- One’s sense of self-worth. • Jobs are important to organization because they are the vehicles through which work are accomplished (and thus organizational objectives).

22. JOB ANALYSIS • A job analysis is a systematic exploration of the activities within a job. • It is a technical procedure used to define the duties, responsibilities and accountability of a job. • The analysis involves the identification and description of what is happening on the job ---- accurately and precisely identifying the required tasks, the knowledge and the skills necessary for performing them and the conditions under which they must be performed. • Please note that it is a conceptual & analytical process or action from which we develop outcomes, JD, JS, & JE.

23. JOB ANALYSIS What job analysis is and what is should accomplish. There are two basic things: • ONE: Every thing changes and so do jobs. A job must change with time according to the workers who do it. Three reasons for change: • Time. • People. • Environment. • TWO: Job analysis comprises job specification and people requirements that should reflect minimally acceptable qualification for job holders. • HOW ARE JOB SPECIFICATION SET: By consensus among experts, immediate supervisors, job incumbents and job analysis.

24. JOB DESCRIPTION / JOB SPECIFICATION • A JOB DESCRIPTION: defines what a job is, it is a profile of job and explains the duties, working conditions and other aspects of specified job. • A JOB SPECIFICATION: describes the job demands on the employees who do it and the human skills that are required. These includes: • Experience. • Training. • Education. • Ability to meet physical and mental demands. • Specific actions and job specifications. • Since job description and job specification both focus on the job, they are often combined into one document commonly called a “JOB DESCRIPTION”.

25. JOB ANALYSIS A PROCESS FOR OBTAINING ALL PERTINENT JOB FACTS. • JOB SPECIFICATION • A statement of the human qualification necessary to do the job. Usually contains such items as: • Education. • Experience. • Training. • Judgment. • Initiative. • Physical Effort. • Physical Skills. • Responsibilities. • Communication Skills. • Emotional Characteristics. • Unusual sensory demands such as sight, smell, hearing. • JOB DESCRIPTION • A statement containing items such as: • Job Title. • Location. • Job Summary. • Duties. • Machine, Tools, Equipment. Materials and Forms Used Supervision Given or received, working conditions Hazards.

26. JOB DESCRIPTIONS • A job description is a written statement of what the job holder does, how it is done, under what conditions it is done, and why it is done. • It should accurately portray job content, environment, and conditions of employment. • A common format for a job description includes the job title, the duties to be performed, the distinguishing characteristics of the job, environmental conditions, and the authority and responsibilities of the jobholder.

27. JOB DESCRIPTION (SAMPLE) JOB TITLE: Benefits Manager REPORTS TO: Director, Human Resources SUPERVISES: Staff of three ENVIRONMENTAL CONDITIONS: None. FUNCTIONS: Manages employees benefits program for organization OCCUPATIONAL CODE: 166 JOB NO: 1207 DATE: February 2002 DUTIES AND RESPONSIBILITIES. • Plans and directs implementation and distribution of written and verbal information to inform employees of benefits programs such as insurance and pension plans, paid time off, bonus pay, and special employer sponsored activates. • Analyses existing benefits policies of organization and prevailing practices among similar organization, to establish competitive benefits program. • Evaluates services, coverage, and options available through insurance and investment companies to determine programs best meeting needs of organization. • Plan modification of existing benefits programs, utilizing knowledge of laws concerning employee insurance coverage, and agreements with labor unions to ensure compliance with legal requirements. • Recommends benefits plan changes to management, notifies employees and labor union representatives of changes in benefits programs. • Directs performance of clerical functions, such as updating records and processing insurance claims. • May interview, select, hire and train employees. JOB CHARACTERISTICS: • Successful incumbent will have knowledge of policies and practices involved in personnel / human resource management functions – including recruitment, selection, training, and promotion regulations and procedures, compensation and benefits, packages, labor relations and negotiations strategies and human resource information systems. • Excellent written and verbal communications skills as well as deductive and inductive reasoning skills are critical.

28. JOB SPECIFICATIONS • The job specifications state the minimum acceptable qualifications that the incumbent must possess to perform the job successfully,. • Based on the information acquired through job analysis, the job specification identifies the knowledge, skills, education, experience, certification and abilities needed to do the job effectively. • The job specification, therefore, is an important tool in the selection process, for it keeps the selector’s attention on the list of qualification necessary for an incumbent to perform the job and assists in determining whether candidates are essentially qualified.

29. JOB ANALYSIS METHODS The basic methods that we can use to determine job elements and the KSAs for successful performance include the following: METHODS • Observation Method • Individual Interview Method • Group Interview Method • Structured Questionnaire Method • Technical Conference Method • Diary Method TECHNIQUES • Job Analysis Process: What worker does (data, people & things) • Position Analysis Questionnaire (PAQ)

30. WORK FUNCTIONS Data People Things 0. Synthesizing. 0. Mentoring. 0. Setting up. 1. Coordinating. 1. Negotiating. 1. Precision Working. 2. Compiling. 2. Instructing. 2. Operating - Controlling. 3. Computing. 3. Supervision. 3. Driving - Operating. 5. Copying. 4. Diverting. 4. Manipulating. 6. Comparing. 5. Persuading. 5. Tending. 6. Speaking - Signating. 6. Feeding - off bearing. 7. Serving. 7. Handling. 8. Taking instructions - helping. JOB ANALYSIS PROCESS

31. JOB ELEMENTS OF PAQ • The PAQ generates job requirement information applicable to all jobs. 194 elements grouped into 6 divisions & 28 sections as under: • Information Input • Mental Process • Work output • Relationship with other people • Job context • Other job characteristics

32. Understand the purpose of the job analysis Review draft with supervisor Develop draft Seek clarification Determine how to collect job analysis information STEPS IN A JOB ANALYSIS Understand the role of job in the organization Benchmark positions

34. APPLICATION OF JOB ANALYSIS INFORMATION PREPARATION FOR JOB ANALYSIS COLLECTION OF JOB ANALYSIS INFORMATION General family with organization and type of work Job identification Questionnaire development Data collection • Applications: • Job description. • Job Specification. • Job standards. Addition to human resource information system THE THREE PHASES OF JOB ANALYSIS INFORMATION

35. JOB EVALUATIONS In addition to providing data for job descriptions and specifications, job analysis is also valuable in providing the information that makes comparison of jobs possible. If an organization is to have an equitable compensation program, jobs that have similar demands in terms of skills, knowledge, and abilities should be placed in common compensation groups. Job evaluation contributes toward that end by specifying the relative value of each job in the organization. Job evaluation, therefore, is an important part of compensation administration and Job evaluation is made possible by the data generated from job analysis.

36. JOB EVALUATION METHODS • Job Ranking. • Job Grading. • Job Classification • Factor Comparison • Points Systems

38. THE MULTIFACETED NATURE OF JOB ANALYSIS Almost every thing that HRM does is directly related to the job analysis process e.g. recruiting, selection, compensation and performance appraising activities are most frequently cited as being directly affected by the job analysis. Employee training and career development are assisted by the job analysis process by identifying necessary skills, knowledge and abilities . Where deficiencies exist, training and development efforts can be used. Similar effects can also be witnessed in determining safety & health requirements, and labor relations processes etc. If an organization doesn’t do its job analysis well, it probably doesn’t perform many of its human resources activities well. The job analysis is the starting point of sound human resources management.

39. Recruiting Labor Relations Selection Strategic Human Resources Planning Safety & Health Job analysis Job description Job specification Employee training Compensation Performance Appraisal Employee development Career development EMPLOYMENT PLANNING & JOB ANALYSIS

40. HRM SKILLSCONDUCTING THE JOB ANALYSIS • Understand the purpose of conducting the job analysis. • Understand the role of jobs and values in the organization. • Benchmark positions. • Determine how you want to collect the job analysis information. • Seek clarification, wherever, necessary. • Develop the first drat of the job description. • Review draft with the job supervisors.

41. Graphical View of Business Planning HRM Processes & Employment Planning / Human Resources Planning

48. ANY QUESTIONS…?

49. THANK YOU